Linking talent management to thriving at work and employees’ voice behavior: The moderating role of person–organization fit

Abstract This study aims to ascertain how talent management promotes employee thriving at work and voice behavior. Drawing an integrated self-determination theory and socially embedded model of thriving, person-organizational fit (P-O fit) is also explored as a moderator of these relationships. A moderated mediation procedure was applied to test the model based on a two-wave data collectiong of 406 employees from various sectors in Indonesia using Macro Process 4.0. The results reveal that talent management positively correlates with thriving at work and employee voice. Thriving at work is positively associated with employee voice and is an intermediate role between talent management and voice relationship. Finally, P-O fit plays a dual role: as an antecedent of thriving at work and employee voice and also moderates the link talent management to thriving at work and employee voice. The originality study was established by investigating talent management as an antecedent of employee voice and uncovering the nature of the relationship between the two through the mediating and moderating effect of thriving at work and person-organizational fit. Human resource management practitioners could use the study results to develop talent management to build employee thriving at work and proactive behavior in a constructive voice.


PUBLIC INTEREST STATEMENT
In general, the results of this study provide a significant contribution to researchers to better understand the antecedents of thriving at work and employee voice through the implementation of talent management.Moreover, this study provides a complete description of contextual and individual factors in understanding employee voice within the framework of self-determination theory and the socially embedded model of thriving.Finally, this study provides practical implications for human resource management practitioners in non-western countries, especially in Indonesia.

Introduction
In order to respond to technological advancements, unpredictable economic situations, and market changes, organizations must ensure that the organization can run effectively through the active role of their employees.Employee voice is one of the proactive behaviors of employees (Morrison et al., 2011) who are believed to increase organizational effectiveness and development through their new ideas and novel opinions.Even though voices are believed to have an essential role in the company, they cannot force employees to engage in these behaviors (Sheng & Zhou, 2022).Voice is voluntary and personally discretionary, so the initiative comes from the employees themselves (Akhmadi et al., 2023;Van Dyne & LePine, 1998).Hence, company efforts to encourage active voice behavior are carried out by creating a voice climate, collaborative culture (Achmadi et al., 2022;Rubbab et al., 2022), and individual capacity building (Sheng & Zhou, 2022).Thus, this study focuses on potential factors for forming employee voice through personal resources (thriving at work) and talent management at the organizational level.
Talent management (TM) has become one of the concerns of human resource practitioners to increase human capacity (Kravariti & Johnston, 2020).In practice, TM has shifted from "the war for talent" to "engaging talent" (Claus, 2019, p. 208), where the current focus is no longer on grabbing employees from other companies but rather on efforts to improve, empower and retain talented employees.Researchers agree that a company's ability to manage talent internally can help them to create sustainable business performance and competitive advantage (Al Aina & Atan, 2020;AlQershi et al., 2022;Gallardo-Gallardo et al., 2020;Mujtaba & Mubarik, 2022;Shulga & Busser, 2019).From an employee perspective, TM is related to job satisfaction (Barkhuizen & Gumede, 2021), commitment (Barkhuizen & Gumede, 2021;Guzeller & Celiker, 2019;Mensah, 2019), perceived organizational support (Gupta, 2019;Mensah, 2019), employee engagement (Akter et al., 2022;Luna-Arocas et al., 2020;O'Connor & Crowley-Henry, 2019), perceived organizational justice (O'Connor & Crowley-Henry, 2019), and work-life balance (Maurya et al., 2021).Moreover, TM practices are also directed at reducing retention (A.Narayanan et al., 2019) and turnover intentions (Barkhuizen & Gumede, 2021;Gupta, 2019;Guzeller & Celiker, 2019;Mensah, 2019).It is widely acknowledged that TM significantly impacts organizations and individuals.However, its exact influence on employee voice behavior has yet to be thoroughly examined.Therefore, this study aims to delve deeper into the voice mechanisms that may be at play in the context of TM and how they may contribute to thriving at work.By doing so, the present study shed new light on the potential benefits that TM can bring to both employees and organizations.
The main aim of this study is to examine how talent management is implemented in uncertain situations after the COVID-19 Pandemic and its consequences for individuals.Specifically, this study has three clear contributions.First, the company's efforts to encourage employee voice have been studied through various management practices, including high-performance work systems, reputation management, and creating a culture and collaborative climate (Akhmadi et al., 2023;Ashiru et al., 2022;Miao et al., 2020;Rubbab et al., 2022;Waeraas & Dahle, 2020).In organizational studies, TM has emerged as a critical factor influencing employee attitudes and behavior.However, despite its significance, the relationship between TM and employee voice has yet to be fully explored or established.Several studies have highlighted the importance of TM in shaping employee attitudes and behavior (Akter et al., 2022;Barkhuizen & Gumede, 2021;Guzeller & Celiker, 2019;Luna-Arocas et al., 2020;Maurya et al., 2021;Mensah, 2019;O'Connor & Crowley-Henry, 2019), but none have specifically investigated its impact on employee voice.Therefore, it is crucial to conduct more research to investigate the connection between TM and employee voice, which is the focus of this study.
Second, various research models have identified the role of intermediate thriving at work on employee attitudes and behavior (Alikaj et al., 2021;Chang & Busser, 2020;Kleine et al., 2019).Thriving at work is a combination of vitality and learning felt by employees.Vitality refers to the experience of growing, energized, and alive while learning how employees experience increased knowledge in the organization (Kleine et al., 2019;Spreitzer et al., 2005).For example, a metaanalysis (Kleine et al., 2019) classifies the two groups' factors determining employees' thriving at their workplace, including personal and relational resources.Furthermore, Kleine et al. (2019) also identified three sets of thriving at-work consequences: to increase employee health, attitudes, and performance.Similarly, Alikaj et al. (2021) investigate the relationship between proactive personality and creativity by placing thriving at work as a mediator.According to Chang and Busser (2020), thriving at work plays an intermediary role in the interaction between psychological contracts, perceived organizational support, and career retention in the hospitality industry.The model established in this study analyzes the function of thriving at work in the process of encouraging employee voice behavior via talent management using the socially embedded model (Spreitzer et al., 2005) and self-determination theory (Deci & Ryan, 2002;Ryan & Deci, 2020) as a framework.Hence, this study aims to explore the connection between talent management and employee voice and investigate how they are linked through the concept of thriving at work.By examining this relationship, new insights can be gained into the process model of talent management to employee voice, focusing on the role of thriving at work as an intermediary.
Third, this study introduced P-O fit as the moderating role between TM, thriving at work, and employee voice relationships.Prior studies have confirmed that P-O fit has been associated with employee voice (Kao et al., 2022;Kaufman, 2015;S. Narayanan & Nadarajah, 2022), TM (Mensah, 2019) and thriving at work (Y.Liu et al., 2022).In the present study, we responded to a previous study (X.Guan & Frenkel, 2021) to investigate thriving at work from a perceived fit perspective.We propose a better understanding of how TM practices support employees' voice by combining the effects of thriving at work and P-O fit.In order to demonstrate how mediating and moderating mechanisms of employee voice, our study combines organizational factors (TM) and individual factors (P-O fit and thriving at work) into an integrated model (see Figure 1).Finally, besides having a theoretical contribution, human resource practitioners can use this study to increase employee voice through talent management, thriving at work, and P-O fit.

Theoretical background and hypothesis development
The socially embedded model of thriving (SEMT, Spreitzer et al., 2005) and self-determination theory (Deci & Ryan, 2002;Ryan & Deci, 2020) are used in this study to explain the relationship between TM, thriving at work, and employee voice.According to the socially embedded model of thriving (Spreitzer et al., 2005), thriving at work as a combination of feelings of vitality and learning is formed from a process model that includes contextual factors (i.e., decision-making discretion, information sharing, and climate of trust and respect) and resources (i.e., knowledge, positive meaning, affective and relational resources) as triggers for agentic behavior (i.e., task focus, exploration, and heedful relating).On the other hand, talent management as an organizational activity to identify, develop, engage, retain, and deploy (Gallardo-Gallardo et al., 2020) is an integral part of improving employee development through learning and empowerment that can encourage employee thriving at work.However, the choice of agentic behavior is highly dependent on self-determination, so employees will respond to dynamic interactions on contextual factors differently depending on the strength of their internal motivation to focus more on exploration and learning.In the same vein, employee voice as voluntary behavior is highly dependent on the employees' self-decision (Kao et al., 2022;Morrison, 2023).
Furthermore, based on the SDT framework, companies can fulfill intrinsic needs (i.e., autonomy, relatedness, and competence) to encourage employees' growth and development.When an environment can fulfill these three psychological needs, it can facilitate personal growth (thriving at work).The subsequent effect is that they are more proactive by providing suggestions and input to the organization (voice).In other words, both SEMT and SDT postulate contextual factors' importance in encouraging employee development to produce other positive behaviors.This study proposes TM as a contextual factor based on SEMT assumptions and intrinsic needs from an SDT perspective.

Talent management and thriving at work
Talent management is part of HRM practices focusing on company efforts to recognize and develop employee talents.Summarizing the various scholars, Gallardo-Gallardo et al. (2020, p. 457) define TM as activities and processes starting from "identification, development, engagement, retention, and deployment."As a strategic human resource management, TM practice aims to increase employee capacity through placement, training, and development, as well as providing rewards in the form of feedback (Jayaraman et al., 2018), which aims to increase competitive advantage (Gallardo-Gallardo et al., 2020).In its development, TM has undergone a paradigm shift, which initially was more directed at talent wars.Recently, the company has focused more on retaining and developing talented employees by providing valuable work experience (Claus, 2019).
Similarly, thriving at work combines learning and vitality (Spreitzer et al., 2005) from the dynamic interaction of contextual factors and resources.More specifically, thriving refers to perceived personal growth, feeling more energized and alive (vitality), and obtaining energy to continue acquiring and applying knowledge (learning).TM practices that aim to increase individual capacity align with thriving at work, leading to perceived vitality and learning.Recently, TM has been confirmed to increase perceived organizational support, motivation, confidence, self-efficacy, commitment, self-esteem, and competence (Dalal & Akdere, 2021;X.-H. Guan & Huan, 2019;Luna-Arocas et al., 2020;Murillo & King, 2019) which all lead to personal growth and development.Hence, TM can serve as contextual factors that activate agentic behaviors (SEMT) and meet internal psychological needs (SDT), encouraging perceptions of vitality and learning.
H1: Talent management is positively related to thriving at work

Talent management and employee voice
Employee voice is a voluntary behavior in active employee communication with the company by providing ideas, input, and other valuable information in the work context (Akhmadi et al., 2023;Botero & Van Dyne, 2009;Morrison, 2023).In various studies, employee voice is formed primarily from personal and contextual/relational factors that support employees to be actively involved (Morrison, 2023).For example, a company that adopts an autocratic and closed culture may find it difficult to expect employee voices due to fear and security (Ge, 2020).On the other hand, a climate of openness, civility, and collaboration can encourage a higher voice (Achmadi et al., 2022;Akhmadi et al., 2023).
In the present study, we propose that TM is related to employee voice based on two reasons: first, apart from safety issues, employee voice is a form of voluntary and extra-role behavior entirely based on individual intentions to act.Thus, voice behavior from a personal perspective is closely related to the intrinsic motivation of employees to provide information and ideas to the company (Morrison, 2023).Using the SDT framework, TM can act as a strategy to meet intrinsic needs.The fulfillment of this need for growth then triggers employee extra-role behavior, including voice.Second, TM, intended for development, can form emotional and cognitive responses (Meyers, 2020).For example, TM helps individuals to develop themselves through training, enabling employees to have confidence in their competence, which in turn becomes a driver of proactive behavior (Meyers, 2020).In line with these reasons, several studies have confirmed that TM is directly related to motivation, confidence, selfesteem, and competence (Dalal & Akdere, 2021; X.-H.Guan & Huan, 2019;Luna-Arocas et al., 2020;Murillo & King, 2019).Hence, using the two arguments above, employee voice as an extra-role behavior can be promoted through increased self-confidence and competence through TM practices; therefore, TM can be used to encourage employee voice behavior.
H2: Talent management is positively related to employee voice

Thriving at work and employee voice
The relationship between thriving at work and employee voice and its role as an intermediate in employee attitudes and behavior has been confirmed through various research models (Alikaj et al., 2021;Chang & Busser, 2020;Kleine et al., 2019).Regarding employee voice, several studies with different contexts also support the intermediate role of thriving at work on voice behavior (Fan et al., 2022;Koçak & Agun, 2019;Q. Liu & Zhou, 2023;Sheng & Zhou, 2022).For example, Fan et al. (2022) confirmed the role of thriving at work as a mediator between supervisor-helping behavior and employee voice behavior.Using a different concept, thriving at work also acts as a mediator in decent work relationships (Sheng & Zhou, 2022) and intragroup relationship quality (Koçak & Agun, 2019) towards the employee voice.Furthermore, recently (Q.Liu & Zhou, 2023) revealed that thriving at role plays a significant role as an antecedent of employee voice and mediates the link between self-leadership and voice behavior.Hence, the role of thriving at work determinants and mediators of employee voice has been confirmed previously.
H3: Thriving at work is positively related to employee voice H4: Talent management will be positively related to employee indirectly through thriving at work.Kristof (1996, p. 4) defines P-O Fit as "the compatibility between people and organizations that occurs when: (a) at least one entity provides what the other needs or (b) they share similar fundamental characteristics or (c) both."P-O fit can also provide an overview of how the organization's and individuals' values are matched.This alignment can shape employee affective reactions, including increasing motivation (Saether, 2019), personal growth initiatives (Joo et al., 2021), performance (Goetz & Wald, 2022), affective commitment (Dahleez et al., 2021), and thriving at work (Y.Liu et al., 2022).Individuals with a high level of P-O fit will interpret their experiences positively on self-growth and development (Joo et al., 2021), therefore, more likely to have a higher sense of vitality and learning.On the other hand, individuals who feel their values and goals align with their organization tend to have extra-role behavior, including concern for various problems within the organization.Thus, P-O fit can encourage employee voices (Kao et al., 2022;Kaufman, 2015;S. Narayanan & Nadarajah, 2022).H5: P-O fit will positively affect employees' thriving at work H6: P-O fit will positively affect employees' voice behavior Researchers have paid great attention to P-O fit and its implications for positive attitudes and behavior.On the other hand, P-O fit has been confirmed frequently as a moderator, enhancing the influence of various contextual factors on proactive employee behavior.For example, Jehanzeb (2020) supports the importance of P-O fit in moderating the link between employee commitment and citizenship behavior.P-O fit can also strengthen the effects of ethical climate and organizational justice on ethical behavior (Al Halbusi et al., 2021), and perceived support on commitment (Pattnaik et al., 2020).The present study, responding to Guan et al. (2021) to investigate the moderating effect of P-O fit on the relationship between contextual factors (e.g., TM) and employee thriving.The effect of TM on thriving at work and employee voice will increase if individuals have aligned goals and values with the organization.Recently, person-job fit was included in the talent management process, including recruitment and placement (Qin et al., 2020).H7: P-O fit will moderate the relationship between TM and (a) thriving at work and (b) employee voice.

Sampling procedure
The target sample of this research is employees who fall into the Z generation category, aged between 20-30 years, in Jakarta, Indonesia.This sample target was selected based on the consideration that this generation has different characteristics in viewing the work environment, including career, voice, and rewards (Parry & Battista, 2019) from the previous generation.In addition, Gen Z is entering the world of work, so efforts to study their attitudes toward talent management must be explored.The data was collected in collaboration with career centers at four private universities to obtain preliminary information regarding the distribution of alums.Thus, our study obtained permission and ethical clearance from the respective university leaders.Determination of the sample using the purposive approach, where the data of registered alums with an active email as selected respondents.
One thousand and two hundred emails were sent asking alums to voluntarily participate in this study using the campus career center facility.A total of 752 alums responded and expressed a willingness to be involved in two phases of data collection.In the first phase, respondents were asked to fill in biographical information, talent management, and leader humility at their workplace.The respondent's email in phase 1 is then used as an ID for phase 2 recall.Respondents were questioned about thriving and their voices at work four weeks after the first phase.A total of 526 data pairs were returned, but only 406 were used as final data after checking the completeness and duplication of respondents' answers.58.13% of respondents were female, and 41.87% were male workers (see Table 1).The working period of the dominant respondents was between 5-10 years (45.81%), then more than ten years (32.02%), and the rest worked less than five years (22.17%).62.56% of respondents are bachelor's degree, and 37.44% have master's degrees.The respondents ranged from 25-46 years old (Mean = 31, SD = 3.41).

Measures
Talent management is measured using a 26 total items scale Jayaraman et al. (2018).This scale consists of four dimensions: identifying critical positions (ICP, for example, "my company builds up talent pool in the organization), competence training (CT, for example, "the training activities for identified talents are implemented continuously"), development (DD, for example, item "talents have clear career paths in this organization.").The last dimension is reward management (RM, for example, item "My supervisor discusses and provides meaningful and helpful feedback on job performance").The internal consistency for ICP, CT, DD, and RM has been satisfactory with Cronbach α > .70(see Table 2).
Thriving at work is measured by ten items developed by Porath et al. (2012).Examples of items are "at work; I continue to learn more as time goes by" for the learning dimension and "at work, I have energy and spirit" for the vitality dimension.Respondents were asked to give a rating of 1 (strongly disagree) − 5 (strongly agree).Both dimensions have Cronbach α of .817(learning) and .851(vitality).
We measure person-organization fit using three items (Cable & DeRue, 2002).Example item "My organization's values and culture provide a good fit with the things that I value in life."Respondents were asked to give a rating of 1 (It does not fit at all) − 5 (It fits perfectly to me).Cronbach's α is .866.

Common method bias and data analysis procedure
Since the data were only obtained from one source, we undertook several procedures to reduce potential common method bias (CMB).We implement two solutions following the recommendations made by Podsakoff et al. (2012).First, regarding the procedures approach: we design the questionnaire to be anonymous to improve the objectivity of the respondents' responses.Moreover, we also establish psychological isolation to prevent respondents from drawing causal conclusions about the correlations between the constructs using the time-lag data collection approach.The second strategy is a statistical procedure in which the data is evaluated using Harman's single-factor approach to detect common method variance (CMV).The results for a single factor produced an average variance (AVE) of less than .40(see Table 2), indicating that common method variance is not a severe threat to the data (N.Kock, 2017).
The analytical technique used in the study consisted of two stages: first, the evaluation of the common method bias (CMB) using the Harman single model (F.Kock et al., 2021;Podsakoff et al., 2012).The next stage uses the moderation mediation procedure with macro Process 4.0 (Hayes, 2017) to test the hypotheses.

Descriptive statistics and correlation
Table 3 presents the data description and intercorrelation between variables.The mean score for the four constructs is in the moderate level, with a range of 3.174-3.691.Furthermore, talent management was positively related to thriving at work (r = .533,p < .01),P-O fit (r = .553,p < .01),and employee voice (r = .619,p < .01).Thriving at work was positively related to P-O fit (r = .457,p < .01)and employee voice (r = .507,p < .01).Finally, P-O fit was positively related to employee voice (r = .474,p < .01).

Hypotheses Testing
Gender, education, and organizational tenure are control variables for thriving at work and employee voice models.As shown in Table 4, there no control variable statistically significant to explains thriving at work and employee voice.Hypothesis 1, TM had a significant and positive impact on thriving at work (b = .365,p < .01,95% CI = [LL= .282,UL = .447])and employee voice (b = .527,p < .01,95% CI = [LL= .413,UL = .640]).Thus, H1 and H2 were supported.

Hypotheses Testing
The moderating effect of person-job fit on the relationship between talent management with thriving at work and employee voice is seen from the interaction value in models 1 and 2. As presented in Table 4, interaction 1 (TMN x POF) is significant (b = .147,p < .01,95% CI [LL = .055,UL = .239])and also followed by interaction 2 (b = .175,p < .01,95% CI [LL = .058,UL = .292]).These interactions provide empirical evidence that P-O fit moderates the talent management-     thriving relationship (interaction 1) and the link between talent management and employee voice (interaction 2).Hence, hypotheses 7 were fully supported.

Variable
Moreover, Table 5 and Figure 2 shows the conditional effects of talent management on thriving and employee voice based on P-O fit values.First, the effect of talent management on thriving at work has been significant and positive when P-O fit is at a low score (b = .267,p < .01,95% CI [LL = .171,UL = .363]).This effect increased dramatically when P-O fit was at high levels (b = .463,p < .01,95% CI [LL = .354,UL = .572]).Second, the effect of talent management on employee voice is significant and positive (b = .410,p < .01,95% CI [LL = .284,UL = .353])when person-job fit is at a low level, and increases (b = .644,p < .01,95% CI [LL = .495,UL = .793])when P-O fit is at a high level.Based on the conventional results, P-O fit plays a role in strengthening the relationship between talent management to thriving at work and employees (see Figure 2).

Discussion
The present study explores the effect of talent management on thriving at work and employee voice using a sample of 406 employees in various sectors in Indonesia.This study explores person-organization fit as a boundary condition of TM, thriving at work, and employee model relationships using the SDT and SEMT frameworks.The research results reveal that talent management is crucial in promoting thriving at work and employee voice.Apart from having been confirmed to affect employee voice, thriving at work also has an intermediate role in TM and employee voice relationships.Finally, as expected, P-O fit is an essential factor in forming thriving at work and employee voice and also plays a role in moderating the TM effect on thriving at work and employee voice.This study is valuable for businesses to promote thriving at work and employees' voices, particularly in non-western countries, and has significant theoretical implications for the SEMT and SDT.
First, this study empirically tested the key driving factors and mechanisms of talent management, significantly enhancing employees' thriving at work.Previously, talent management was confirmed to have a positive effect on employee attitudes and behavior, including perceived organizational support, motivation, confidence, self-efficacy, commitment, self-esteem, and competence (Dalal & Akdere, 2021;X.-H. Guan & Huan, 2019;Luna-Arocas et al., 2020;Murillo & King, 2019).Our research extends the talent management literature to systematically investigate the effect on thriving at work, which was previously unexplored.Drawing SEMT and SDT, talent management can serve as contextual factors that activate agentic behaviors (SEMT) and respond to employees' psychological needs (SDT), which all lead to personal growth and development.In other words, when TM practices are carried out effectively by the company, including training and developing them, employees will feel emotionally increased vitality and learning experiences.
Second, this study's results also uncovered TM's role in promoting employee voice behavior.Although several studies have agreed that various management practices (i.e., highperformance work systems, reputation management, culture, and collaborative climate) are antecedents of voice behavior (Akhmadi et al., 2023;Ashiru et al., 2022;Miao et al., 2020;Rubbab et al., 2022;Waeraas & Dahle, 2020), there are no studies that specifically examine the role of TM.Hence, this study not only contributes to the employee voice literature, but at the same time, it also expands the consequences of TM, which were previously more associated with employee attitudes and behavior, including engagement, job satisfaction, commitment, employee branding, turnover intention, and work-life balance (Akter et al., 2022;Barkhuizen & Gumede, 2021;Guzeller & Celiker, 2019;Luna-Arocas et al., 2020;Maurya et al., 2021;Mensah, 2019;O'Connor & Crowley-Henry, 2019).The results demonstrate that talent management is a strategic approach to managing and developing human resources while increasing employee involvement in a proactive voice.
Third, the results of this study provide additional empirical evidence regarding the relationship between thriving at work and proactive employee behavior, such as voice behavior, as well as expanding previous studies regarding the role of intermediate thriving at work.Previously, thriving at work has been confirmed to mediate the relationship between various contextual factors and employee voice (Fan et al., 2022;Koçak & Agun, 2019;Q. Liu & Zhou, 2023;Sheng & Zhou, 2022), including supervisor-helping behavior, decent work relationships, intragroup relationship quality, and self-leadership.Drawing on the SDT and SEMT, our study supports a theoretical model where TM as a contextual factor positively impacts thriving at work and further promotes employee voice behavior.This result aligns with the SDT framework, which argues that if employees are emotionally satisfied with their intrinsic needs (e.g., the need to grow and develop), they will tend to have commitment and love for the organization.Our study adds to the literature on employee voice by expanding the application of SDT to explain voice behavior and emphasizing the significance of talent Finally, organizational factors are contextual elements supported by various studies as antecedents of thriving at work and employee voice.Similarly, our findings indicate that P-O fit can be a boundary condition where the TM effect on thriving and employee voices was moderate by P-O fit.As shown in Table 5 and Figure 2, when the P-O fit is high, the effect of TM on thriving at work and employee voice is more substantial compared to when the employee has a low P-O fit.Apart from being able to play a moderator role, P-O fit has also been confirmed to affect thriving at work positively and employee voice, supporting previous studies (Kao et al., 2022;Kaufman, 2015;A. Narayanan et al., 2019).In other words, employees who align with organizational values have an emotional closeness to the company so that they are intrinsically motivated to give their best efforts, including actively providing suggestions and breakthroughs at work.Drawing SEMT and SDT, our empirical study contributes to the P-O fit literature by extending its role as a moderator and an antecedent of thriving at work and employee voice behavior.

Implications for Practice
Talent management is advantageous for employee voice and indirectly influences employee voice through thriving work.Human resource managers can use three significant practical implications to understand trivialities at work and employee voice through talent management practices; HR practitioners should consider how to apply TM effectively.First, as a starting point, the company needs to thoroughly identify the position and critical points of its competitive advantage so that it can select and manage a group of talented employees.This identification effort is crucial where talent management will be successful if companies can align HRM strategies with their interests to gain competitiveness and sustainable performance.In other words, companies must be able to map short-term needs to fill current positions and develop them for future performance.
Second, talent management policies and programs can be designed starting from the recruitment process, where the talent mapping has been well described.According to Ulrich and Allen (2014), the immense responsibility lies with the line managers because they can understand what the needs are in their departments.Hence, the policies and talent programs implemented by the organization start from mapping internal talent needs to drive the company's performance and competitiveness in the future.Finally, talent management and person-organization fit are ideal combinations for increasing thriving at work and employee voice.In order to be aligned with the company's talent policy, P-O fit needs to be used as an initial screening in the recruitment process.

Limitations and future research suggestions
This study has several limitations as a step forward for future researchers.First, this study does not explicitly identify types of industries and regions that naturally have fundamental differences in talent management needs and development (Gallardo-Gallardo et al., 2020).Therefore, further efforts need to be made to identify more precisely the area of study, society, type of industry, and the complexity of the business environment to study talent management.Second, employee voice is closely related to organizational culture, structure, and type of company (government or private).For example, companies that adopt a bureaucratic culture with high power distance may need help to give their employees a voice (Achmadi et al., 2022).Further studies need to consider the contextual factors of organizational culture to understand the availability of facilities and media for employees to voice ideas and input to the organization.Third, this study needs to specifically investigate whether the company where employees work has a talent management program.Thus, follow-up studies need to select companies that officially have talent management policies and programs so that their effectiveness measurements can be investigated, particularly concerning thriving at work and employee voice.

Figure
Figure 2. Conditional effect of talent management on (a) thriving at work and (b) employee voice based on P-O fit values.